1. K E V I N S . V A N P E L T
202 Brookstone Dr. Cell: (678) 464-8551
McDonough, Georgia 30252
vanpest6@charter.net
Six Sigma Black Belt ♦ Project Management ♦ Team Building ♦ Process Mapping
Data Analytics ♦ Change Management ♦ Process Improvement ♦ System Dynamics
WORK EXPERIENCE
Quality Specialist, Black Belt, Wage and Investment – October 2008 – Present
Internal Revenue Service, Atlanta, Georgia
Led multiple project teams in base-lining the initial state through mapping and data collection, data analytics to
determine root cause and potential improvements, piloting of improved processes through testing with subject
matter experts, and implementing controls to maintain improvements.
Led Six Sigma and Lean methodology implementation to assist in the accomplishment of the IRS mission to
provide a Seamless Taxpayer Experience. Also led projects in multiple areas and supported efforts in other
business units to achieve beneficial, long-term, continuous improvement results to support the overall service.
∗ Led an examination process improvement implementation for the Large Business &International operating
division. During this improvement I have participated with executives in formulating new policies and
implementing them for the program. The process has over fifteen (15) improvements that have been tested and
statistically validated.
∗ Worked with team to implement the new Division Structure and move over 5,200 employees from their current
position, to the new organization. Led several discussions for senior leadership and created multiple proposals
for their approval. Developed detailed process maps and organizational charts to assist in delivering the
message to all employees.
∗ Supported nine (9) Concept of Operations teams for the division to develop current state and potential future
state through mapping, data, design, and working with subject matter experts on implementing improvements.
∗ Mapped the future state of the division, worked with the Division Commissioner and all direct reports to
develop a comprehensive future state. This was used as the foundation for all processes and project teams to
roll-up to.
∗ Built multiple presentations for the executive team to share with front-line employees on the progress of the
future state, this included all process maps and organizational charts.
∗ Led multiple opportunity assessments within LB&I to look at the current state of the process. The areas
assessed include Coordinated Industry Cases, Industry Cases, Quality, Joint Committee, International Individual
Compliance, International Business Compliance, Specialist groups, and Partnerships. After these events of
working with teams, I build an executive deck with analysis and recommendations for next steps. During this
process I have worked with executives for execution, planning and communication of the overall project
strategy. I have also led over 30 opportunity assessments in multiple other Business Opporating Divisions for
the Service.
∗ Led the initial assessment of Tax Exempt Government Entities to map the current state and collect baseline
data. Worked with a team of Subject Matter Experts to develop an improved process that reduced cycle time by
over 85%.
∗ Led a team that implemented a process for Automated Collections System, which improved handle time of
phone calls by more than three minutes – each minute reduced in the process allowed the IRS to service an
additional 110,000 taxpayers per year. The team developed management objectives, strategies, actions, and
critical success factors and implemented a final strategic business plan for the organization to ensure the
improvements remained in place. This improved process has led to two additional projects in other areas and
the project team members were nominated for team of the year in the Wage and Investment Division.
∗ Improved operational performance of case closures in Field Assistance by 38% by leading a team of subject
matter experts. The team rolled out CIS in Field Assistance, then developed and implemented the new process
and reported improved business measures to the executive team reporting to the Commissioner of W&I.

2. Kevin S. VanPelt page two
∗ Led a team to focus on value added activity as defined by the customer to reduce wait times at the Puerto Rico
TAC by 83% (4hrs to 20 mins) with a better than 99.9% quality measure. I prepared and coordinated high-level
correspondence and briefing material of this improvement and presented this project at the W&I executive
conference in 2010 per request of the Commissioner.
∗ Led events at multiple locations for Submission Processing reject process. The improved process reduced
approximately 90% of labor hours associated with their initial sort function. During this process the team was
required to prepare agency directives, IRM issuances, memoranda, and other written guidelines and
recommendations. I also conducted briefings and prepared comprehensive reports to keep top-level managers
and executives advised on project plans and progress and to communicate findings and recommendations
∗ Developed content for all levels of training. Led and facilitated Lean and Six Sigma training events to both
subject matter experts and executives. This includes Champion and Greenbelt training, as well as data analysis
training that was requested for several areas to perform required data analytics to understand the health of their
programs
Product Line Manager, Calibration and Equipment Maintenance – October 2006 – October 2008
Delta Air Lines, Atlanta, Georgia
Responsible for managing all of Delta Air Line’s Equipment Maintenance and Calibration systems through the
deployment of trained resources to meet operational needs
∗ Led an organization of over 50 employees and an annual budget of $2.3 million
∗ Worked with customers to evaluate needs and systems failures, using Six Sigma tools (C&E, FMEA) and
DMAIC methodologies, using results from analysis to make data-based decisions
∗ Oversaw projects for 10 greenbelts seeking certification, and I was the primary liaison within my department
and other departments for the full scope of assigned project assignments and mentoring to ensure each achieved
certification
∗ Oversaw the machining and manufacturing of components, utilized lean manufacturing techniques reduce waste
and leveraged Six Sigma Methodology to ensure tolerance of parts produced
∗ Oversee all calibration and testing equipment (PMET)
∗ Developed an extensive Preventative Maintenance (PM) program, which reduced machine downtime by 23%
∗ Developed local dash board metrics for department, throughput has improved by 19% in seven months
∗ Over $260K of cost avoidance, by working projects in-house that were bid out, utilizing freed capacity from
project improvement initiatives and input from Subject Matter Experts
∗ Mentored frontline employees in ISO 9001:2000 standards, achieved certification, first for airline components
Project Manager Black Belt, Continuous Improvement Support Group – May 2005 – October 2006
Delta Air Lines, Atlanta, Georgia
Apply Six Sigma and Lean methodology to Airport Customer Service, Cabin-Interior Service and Technical
Operations to achieve beneficial, long-term, continuous improvement results to support the overall organization.
∗ Improve operational performance by $36.9 million by leading a cross divisional aircraft cleaning redesign team
for an Executive Review Council. This was accomplished through time study analysis and data based solutions.
This strategic project creates the foundation necessary for Delta to achieve its cost reduction goal of $1.43
billion.
∗ Converted 35,000 hours of non-value added labor by aligning departmental functions to the value stream.
∗ Reduce operating expense by $3.1 million, improve dispatch, planning and scheduling through-put by 39%, and
increase product quality by 32% through the identification, redesign and implementation of the 1-2-3 Clean
program
∗ Facilitate Lean Enterprise and Six Sigma training events to both the frontline and leadership teams to ensure
project success. Also provided mentoring on several Greenbelt projects and tollgate reviews

3. Kevin S. VanPelt page three
Lead Aviation Maintenance Technician, Six Sigma Green Belt Lean Leader – November 2000 - April 2005
Delta Air Lines, Atlanta, Georgia
Lead, coordinate work assignments, provide mentoring, and strengthen relationships for a team of 25 technicians in
an area chosen to beta test Continuous Improvement initiatives.
∗ This included holding daily briefings, having weekly meetings, assigning tasks to meet requirements, giving
feed back to technician’s and conducting annual evaluations of employees
∗ Worked with engineering, tooling, material analyst, vendors and other departments to provide our internal and
external customers the best possible product and service
∗ Led a team using Six Sigma and Lean tools to implement a KanBan two bin system for shop stock. This helped
the team eliminate back orders form 26 and has provided the shop a more professional appearance. This is now
used as the standard for areas with locally kept stock
∗ Led a team of Six Sigma Black Belts to set up a flow cell on a product family, this has over a 90 % reduction in
turn time on throughput and has established cost savings in excess of $1,000,000. As a direct result a long-term
contract was signed that is expected to bring in over $7,000,000 in revenue over five years
∗ Department Continuous Improvement leader, with documented savings in excess of $2million
∗ Decreased turn times by as much as 70%
∗ Worked with Internal Sales to help develop a template that standardizes pricing procedures and documentation
∗ Chosen by senior leadership, from 10,000 employees, to demonstrate lean initiatives at the annual share holders
meeting in Atlanta
Aviation Maintenance Technician, Electro-Pneumatics – July1993 - November 2000
Delta Air Lines, Atlanta, Georgia
Responsible for the testing troubleshooting and repair of a wide range of pneumatic components, valves, regulators,
and controllers used to support Delta’s entire fleet of aircraft. Required to follow all company and government rules
and regulations to assure the highest level of safety and compliance. Participated in cost saving and product
improvement initiatives such as CIT, Six Sigma, HPW and reaching higher for excellence. Helped to design the
"dashboard" measurements.
Aviation Maintenance Technician, Base Maintenance – July1990 – July 1993
Delta Air Lines, Atlanta, Georgia
Responsible for the repair and testing of all of Delta’s fleet, to include component changes and servicing. Utilized
proper tooling and ensured calibration was updated. Followed all safety requirements, to include lock-out, tag-out.
Line Mechanic, F-16/F-5/KC-135 Aircraft – February 1985 – March 1990
United States Air Force, United States
Responsible for the inspection and repair of various aircraft. Two years as a supervisor of nine Airmen. Responsibilities
included scheduling work, performing evaluations, quality assurance and managing day to day fleet requirements
EDUCATION
∗ Masters of Science and Management specializing in Change Leadership, In Progress
Kaplan University Graduate School of Management, On-line, 4.0 GPA
∗ Bachelor of Applied Science and Technology, April 2008
Thomas Edison State College, Trenton, New Jersey, Dean’s List 3.61 GPA
∗ Eastern New Mexico University, July 2006
Associate of Applied Science in Aviation Maintenance Technology, Roswell, New Mexico, Honors

4. ∗ FAA Airframe & Powerplant Certificate, 1989
California Aviation Ground Schools, Atwater, California, GPA: 4.0
Kevin S. VanPelt page four
PROFESSIONAL DEVELOPMENT
Over 15 years of Leadership, Six Sigma, Lean and Project Management training from Government, Delta Air Lines,
University of Tennessee, and Allied Signal that translates into proven experience leading and implementing tactical
and strategic continuous improvement initiatives across multiple business units to achieve $95million in certified
operating cost reductions.
Internal Revenue Service: Senior Manager Readiness Program (one year), Mintab Stat data collection and
statistical analysis training (three days), all required annual training, and monthly leadership training
Delta Air Lines: Lean/Six Sigma Black Belt Training (five weeks classroom – 1 year practical application), System
Dynamics Training (four days), Managing People Through Change (three days), Frontline Manager Workshop
(one week), Continuous Improvement Sponsor Leader Training (one week), Lean Symposium (two days),
Hyperion BRIO Training (one day), Project 98 Scheduling Training (two days), Excel Overview (two days), Lean
Enterprise (one day), MiniTab Statistical Program Training (one day), Facilitation Training (one week),
Leadership Team Training (three days), Process Optimization Method (two days), Problem Solving and Decision
Making (three days), Total Quality Management (one week), ISO 9001:2000 Quality Management System
Training (three weeks)
University of Tennessee: Lean Enterprise Systems Design (one week), Process Mapping (two weeks), and Lean Works
KanBan Training (two weeks)
Allied Signal: Six Sigma Green Belt Training (two weeks)
United States Air Force: NCO Leadership Training (two weeks)
Kaplan University: Scholarship Award winner for the MBA program – Change Leadership
United States Air Force, 1990
Honorable Discharge
Senior Manager Readiness Program, 2012
Graduated from Training
AWARDS
The 2015 Public Service Recognition
The 2013 LB&I Division Commissioner’s IRS Excellence Award
The 2010 Wage & Investment Division Commissioner’s IRS Excellence Award
The 2010 Atlanta FEB Employee of the Year Award Nominee
The 2007 Delta Airlines Chairman’s Club Award Nominee
COMPUTER SKILLS
Microsoft Visio/Outlook/Excel/Word/PowerPoint/Access/Project, Minitab, SAP, SETR, Concur, Centra, Live
Meeting, Office Communicator System, GovTrip, Hyperion, PMET